Recommendations

Some recommendations are given for further research and business developments. Recommendations are given specifically for Capgemini, recommendations are given for assessing the potential of switching from offering lease cars to offering mobility, and recommendations are given for analyzing businesses using the lease car bill- ing data.

Recommendations for Capgemini

Environmental and health benefits are achievable by promoting the usage of trains and bicycles instead of lease cars. As a next step in changing the Capgemini mobility policy, a study about the willingness of employees to change their behaviour is recommended. This study should attempt to quantify what incentives (financial or other incentives) are required to change employee travel behaviour. This data should then be used to explore the opportunities and expected benefits of intensifying train and bicycle usage further.

This study showed that by changing travel need satisfaction, significant CO2 emission reductions can be achieved. It is recommended that Capgemini now uses this information to decide what CO2 emission reductions are desirable and what the acceptable increases in travel expenses are in order to achieve these CO2 emission reductions.

48

Linking to this database will costs some time and this database can only be accessed a limited number of times for free.

7. Conclusions, discussions and recommendations

Recommendations for analyzing the potential to switch to providing mobility

Chapter 6 discussed what factors influence whether offering mobility or offering lease cars is preferred as a company. Chapter 6 also discussed how the business trip billing data can be used to analyse the employee travel patterns at other companies. For further research it is recommended that different travel scenarios are considered when quantifying the potential of offering mobility instead of cars. Travel possibilities like commercial shared car services, the public transport bicycle, the bus, self driving cars, and new combinations of all previously dis- cussed travel opportunities should be taken into account. By taking more travel opportunities into account, the non-lease car mobility possibilities will become clearer.

Recommendations for analysing business trip billing data

In order to professionalize the business trip billing data analyses, a logical next step would be to develop a tool that uses the registered trip data from a company and the additional datasets about public transport networks in order to map the travel behaviour of employees. This tool would automatically produce the necessary graphs and figures49 to answer the client’s mobility questions. The tool could then be used facilitate in setting the employee mobility strategy of a firm.

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APPENDIX A:

CHANGE MANAGEMENT

Why change management?

Change management has been discussed in numerous publications (Raineri, 2011). Initiating change in a compa- ny can be done following various procedures. At the extreme ends of the spectrum one can either completely follow intuition or completely follow a formalised, documented and structured procedure. Managers implement- ing change without structuring the implementation are at risk to relapse in a hit-or-miss change management system, implementing the most visible bits while neglecting the larger scope of the intended change (Brynjolfs- son et al., 2012). Near misses in implementing change in a company can leave a firm worse off than if it had never attempted the change (Brynjolfsson et al., 2012). The use of structured change management has a consid- erable impact on the success of the change program goals and deadlines (Raineri, 2011). A structured approach to initiating change in a company is therefore recommended.

Conceptualizing change management

Effective change management depends on the ability to recognize the complements in technology, practice, and strategy. “Managers must plan a strategy that coordinates the interactions among all the components of a busi- ness system” (Brynjolfsson et al., 2012, p. 1). A framework for change management is given by Hayes (2014). In this framework, 5 steps for achieving change in a business context are defined (figure 3). The 5 steps of Hayes (2014) are discussed below.

APPENDIX FIGURE 1 MODEL CONCEPTUALIZING THE MANAGEMENT OF CHANGE AS A PURPOSEFUL CON- STRUCTED PROCESS (BASED ON HAYES 2014)

The change management starts with the recognition that there exists a discrepancy between the current situation and the desired situation. External events (e.g. market crash, change in material availability, new disruptive tech- nology) or internal events (e.g. change in staffing, fusion or division of company) can create a reality where change is needed. During the recognition stage, a number of actions are performed. The need for change in the company should be transformed in a desire of managers to pursue the change. Without this desire, no driving force facilitates the change. Wide participation in the change process is often advised in both management books and scholarly literature (Lewis et al., 2006). A shared perception of the need to change is created by this process. The people who get involved in the change management affect the chance of success. Change does not neces- sarily have to be led by a manger. However, the chance of success of the change process is increased when em- ployees perceive that their leaders are actively involved and committed to the change process (Raineri, 2011). Thus managerial support is preferred.

With a shared perception of the need to change and an active change agent (manager or otherwise) committed to the change, the diagnose stage of the change management can begin. During the diagnose stage, the phenomenon that triggered the need for change is assessed and possible opportunities for change are explored. Analysis of the organizational system and its environment, identification of the change needs and the development of a new organizational vision are performed in this stage (Raineri, 2011). The need for change is spread through the company during this phase. The analysis of the problem should prove that the current situation is undesirable for the stakeholders. A new organizational vision is designed that present a brighter future that rallies the stakehold- ers. The diagnosing stage is “finished” when an idea is formed what change is desired.

After the diagnose stage, the planning stage begins. The planning stage describes how the desired change is achieved. Some of a company’s key resources can only be spent once. The planning stage determines how much and when key resources are spent to achieve the desired change. When a clear change goal is set, the planning stage can give a structured plan of approach for achieving the goal. However, sometimes the desired goal is less

Appendix A: Change management

clear. The planning stage is then an iterative process (along with the diagnose stage). The change goal and plan of approach are adjusted each iteration.

When the plan of approach is clear, the change can be initiated. During the implement and review stage, a shift occurs from planning to actions. During the change implementations, management deploys the change plan. Careful attention has to be paid to the effects of the implemented plan. The progress is monitored and the change is reviewed. Continuation of communication with the stakeholders will hopefully produce the feedback neces- sary to keep the change on track. During the implementation and review stage, keeping the stakeholders invested in the change process is key. Acceptance and adaptation of change improves when good effort is put into issue selling (Dutton et al., 2001). Proper compensation and incentive systems also facilitates change adaptation (Kanter, 2001). The implementation and review stage is finished when the intended new situation is achieved. Achieving the desired situation is one thing, sustaining it, is a different story altogether. After a successful change implementation, the change should be sustained as long as it is useful. A change can be classified as sustainable when the new ways of working and improved outcomes become the norm in the firm. The support system that facilitates business of a firm should backup the new ways of working. After a successful change in a firm, the firm can still revert back to its old ways of doing business. After the successful change implementation, the change agents shifts their attention to new projects. The driving force behind the change then disappears. This release of pressure to change can result in a regression of the firm into situation pre-change. This is espe- cially true when the support system that facilitates the business of a firm mostly supports doing business in the “old ways”. By paying attention to the evolution of the firm after the change is successfully implemented, sus- tainable change is easier achieved. Continuation of communication with the stakeholder about the change, its effects on the firm, and the achievements of the firm due to the change can help achieve sustainable change. The above conceptualization of change management implies a linear process. However, change management is almost never linear. Recognition, diagnose, planning and implementing change are processes that often occur simultaneously, an repeatedly. Steering change in the right direction is an iteration of the whole process on itself. This should be considered when change is needed or already occurring in a firm.

APPENDIX B:

CASE STUDY JUSTIFICATION

C

Because employee travel data is used from only one company and the focus of the research is specifically on this company, the proposed research can be classified as a case study. Baxter and Jack (2008) state that case studies give researchers the opportunity to explore a phenomenon in context. For the proposed research, the travel be- haviour of the Capgemini employees are explored in order to find improvement opportunities. A case study is used to answer “how” and “why” questions and the researcher has no influence on the case itself (Yin, 2003). This fits with research question 2 which specifically asks “how” something can be done. Moreover, the historical employee travel data cannot be retrospectively influenced in anyway, thus the researcher has no influence on those involved in the study. A number of different case study types are classified in literature. Baxter and Jack (2008) present 7 case study types in their paper. Following the classification of Baxter and Jack (2008), the pro- posed research fits the instrumental case study. According to Baxter and Jack (2008), an instrumental case study provides insight into an issue. The case is of secondary interest; it has a supportive role, facilitating the under- standing of something else. This corresponds to the proposed research approach. The Capgemini travel data is primarily used to develop a method to explore business travel improvement opportunities. Ideally, this method is then applicable to other employee travel datasets.

Appendix C: Company car functionality

APPENDIX C:

COMPANY CAR FUNCTIONALITY

In the research objective and questions section it was assumed that the company car’s only function is to transport employees. This assumption might be too simplistic. Appendix figure 2 gives an overview of the possi- ble functionality of the company car, including the non-transport related functions.

APPENDIX FIGURE 2 FUNCTIONALITY OF COMPANY CAR

By providing employees with a car, their effort required to commute and travel for business is lowered. Beside